Interviews

Burmeister: Megatrends are economic and social transformation processes with a long-term impact across the board. They play a key role in shaping the conditions under which markets, customers, and companies operate. There are various megatrends that encourage corporate responsibility when it comes to sustainable development. The latest globally oriented IBM CEO study entitled “The Enterprise of the Future” reveals that the growing significance of CSR is also reaching management level.

Burmeister: Globalization 2.0, globally networked value-added chains, and the configuration of business eco-systems are creating numerous new CSR management tasks. At the end of the day, globally integrated approaches need to be firmly established at local level and adapted to the prevailing cultural conditions. CSR must be interpreted locally. It requires both stringency in the way it is received by the workforce and complete transparency in its dealings with the public, which has become more sensitive to this issue, and – in view of the online blogs and communities that now exist – knows no boundaries. Greenwashing strategies are quickly identified as such.

The many different consequences of demographic change and the progress being made by women in professional and social circles demand a clear CSR management strategy. The competition for qualified staff will become ever fiercer. Companies will appear more attractive if they succeed in standing out from the competition in the way they satisfy the demand for flexibility and a balance between work and family life. They also need to anchor this firmly in a corporate culture in which a responsible CSR policy plays a key role.

New consumption patterns and the demand for transparent product development processes, driven by social commerce, support the principle of sustainability and, in terms of strategies for success, provide companies with new opportunities in the market.

Burmeister: Investments in climate protection became a megamarket some time ago. In 2007 alone, over 2.5 billion dollars was invested in clean tech in the U.S. However, many companies from the developing markets have not grasped the fact that their products and solutions often fail to satisfy the conditions in the emerging markets. Strategies such as Prahalad’s “bottom of the pyramid” approach are required, with solutions adapted to the specific region, the opening up of new growth markets, and new kinds of business models that, for instance, start by creating the infrastructures and then sell the products.

Burmeister: The main risk for companies as I see it is failing to identify and to act on the opportunities offered by a CSR-oriented corporate policy. The opportunities that exist are demonstrated by the success of General Electric’s “Ecomagination” campaign.

Burmeister: The competition for qualified staff will become fiercer. These sought-after knowledge workers are increasingly prepared to move around and are fully aware of their value. Companies need to create appropriate incentives to win new staff and hold onto existing skilled personnel. In addition to salary, this means a renaissance for corporate culture, an area where CSR plays a key role.

Burmeister: CSR is becoming less and less an add-on, and is taking on direct relevance for company success. In terms of company organization, it will be necessary to integrate CSR in innovation and strategic processes on a lasting basis. CSR ensures a company’s positioning in the key growth markets, such as infrastructure creation in the megacities. Sustainability is losing its ideological character and becoming a natural mainstay for innovations and strategies in the sustainable markets of the future.

Klaus Burmeister,
Managing Director of Z_punkt